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Robbins, Judge, and Vohra

Organizational Behavior
14th Edition

Organizational Change and Stress
Organizational Change an...
Chapter Learning Objectives
Chapter Learning Objectives
 After studying this chapter, you should be able to:
– Identify f...
Forces for Change
Forces for Change
 Nature of the Workforce
– More cultural diversity,increased immigeration and outsour...
Planned Change
Planned Change
Change
– Making things different

 Planned Change
– An intentional, goal-oriented activity
...
Resistance to Change
Resistance to Change
Resistance to change appears to be a natural and positive
reaction to change.
Fo...
Sources of Resistance to Change
Sources of Resistance to Change

SEE E X H I B I T 17-2
SEE E X H I B I T 17-2
Copyright ©...
Tactics for Overcoming Resistance to Change
Tactics for Overcoming Resistance to Change
 Education and Communication
– Sh...
The Politics of Change
The Politics of Change
 Impetus(The force or energy) for change is likely to
come from external ch...
Lewin’s Three-Step Change Model
Lewin’s Three-Step Change Model
 Unfreezing
– Change efforts to overcome the pressures of...
Lewin: Unfreezing the Status Quo
Lewin: Unfreezing the Status Quo
 Driving Forces
– Forces that direct behavior away from...
Kotter’s Eight-Step Plan
Kotter’s Eight-Step Plan
 A detailed approach to implementing change that is
built on Lewin’s th...
Action Research
Action Research
– A change process based on systematic collection of data
and then selection of a change a...
Organizational Development
Organizational Development
 Organizational Development (OD)
– A collection of planned interven...
Six OD Techniques
Six OD Techniques
1. Sensitivity Training
– Training groups (T-groups) seek to change behavior through
u...
Six OD Techniques (Continued)
Six OD Techniques (Continued)
4. Team Building
– High interaction among team members to incr...
Creating a Culture for Change: Innovation
Creating a Culture for Change: Innovation
1. Stimulating a Culture of Innovation...
Creating a Culture for Change: Learning
Creating a Culture for Change: Learning
2. Learning Organization
– An organization...
Creating a Learning Organization
Creating a Learning Organization
 Overcomes traditional organization problems such
as:
–...
Work Stress
Work Stress
Stress
– A dynamic condition in which an individual is confronted
with an opportunity, constraint,...
Demands-Resources Model of Stress
Demands-Resources Model of Stress
 Demands
– Responsibilities, pressures, obligations, ...
A Model of Stress
A Model of Stress

E X H I B I T 17-7
E X H I B I T 17-7
Copyright © 2012 Dorling Kindersley (India) Pvt...
Potential Sources of Stress
Potential Sources of Stress
 Environmental Factors
– Economic uncertainties due to changes in...
Consequences of Stress
Consequences of Stress
 Stressors are additive: high levels of stress can lead to
the following sy...
Not All Stress Is Bad: The Proposed Inverted-U
Not All Stress Is Bad: The Proposed Inverted-U
Relationship Between Stress ...
Managing Stress
Managing Stress
 Individual Approaches
–
–
–
–

Implementing time management
Increasing physical exercise...
Global Implications
Global Implications
 Organizational Change
– Cultures vary in terms of beliefs in their ability to im...
Summary and Managerial Implications
Summary and Managerial Implications
 Organizations and the individuals within them mu...
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any f...
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Organizational Change and Stress Management

organisation behavior chapter 17
Organizational Change and Stress Management

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Organizational Change and Stress Management

  1. 1. Robbins, Judge, and Vohra Organizational Behavior 14th Edition Organizational Change and Stress Organizational Change and Stress Management Management Kelli J. Schutte William Jewell College Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-1
  2. 2. Chapter Learning Objectives Chapter Learning Objectives  After studying this chapter, you should be able to: – Identify forces that act as stimulants to change, and contrast planned and unplanned change. – List the forces for resistance to change. – Compare the four main approaches to managing organizational change. – Demonstrate two ways of creating a culture for change. – Define stress and identify its potential sources. – Identify the consequences of stress. – Contrast the individual and organizational approaches to managing stress. – Explain global differences in organizational change and work stress. Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-2
  3. 3. Forces for Change Forces for Change  Nature of the Workforce – More cultural diversity,increased immigeration and outsourcing,  Technology – Faster, cheaper, more mobile computers and handheld devices  Economic Shocks – financial sector collapse,recession  Competition – Global marketplace,mergers,  Social Trends – Environmental awareness and liberalization of attitudes towards gay, lesbian and transgender employees  World Politics – USSR,SOCIALIST SEE E X H I B I T 17-1 SEE E X H I B I T 17-1 Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-3
  4. 4. Planned Change Planned Change Change – Making things different  Planned Change – An intentional, goal-oriented activity – Goals of planned change • Improving the ability of the organization to adapt to changes in its environment • Changing employee behavior – Change Agents • Persons who act as catalysts and assume the responsibility for managing change activities Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-4
  5. 5. Resistance to Change Resistance to Change Resistance to change appears to be a natural and positive reaction to change. Forms of Resistance to Change: – Overt(open) and Immediate • Voicing complaints, engaging in job actions – Implicit(not directly) and Deferred(postpone) • Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism • Deferred resistance clouds the link between source and reaction Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-5
  6. 6. Sources of Resistance to Change Sources of Resistance to Change SEE E X H I B I T 17-2 SEE E X H I B I T 17-2 Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-6
  7. 7. Tactics for Overcoming Resistance to Change Tactics for Overcoming Resistance to Change  Education and Communication – Show those effected the logic behind the change  Participation – Participation in the decision process lessens resistance  Building Support and Commitment – Counseling, therapy, or new-skills training  Implementing Change Fairly – Be consistent and procedurally fair  Manipulation and Cooptation – “Spinning” the message to gain cooperation  Selecting people who accept change – Hire people who enjoy change in the first place  Coercion – Direct threats and force Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-7
  8. 8. The Politics of Change The Politics of Change  Impetus(The force or energy) for change is likely to come from external change agents, new employees, or managers outside the main power structure.  Internal change agents are most threatened by their loss of status in the organization.  Long-time power holders tend to implement incremental but not radical change.  The outcomes of power struggles in the organization will determine the speed and quality of change. Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-8
  9. 9. Lewin’s Three-Step Change Model Lewin’s Three-Step Change Model  Unfreezing – Change efforts to overcome the pressures of both individual resistance and group conformity by increasing the driving force and decreasing the restraining force  Moving – Moving from the status quo to the desired end state  Refreezing – Stabilizing a change intervention by balancing driving and restraining forces SEE E X H I B I T 17-3 SEE E X H I B I T 17-3 Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-9
  10. 10. Lewin: Unfreezing the Status Quo Lewin: Unfreezing the Status Quo  Driving Forces – Forces that direct behavior away from the status quo  Restraining Forces – Forces that hinder movement from the existing equilibrium E X H I B I T 17-4 E X H I B I T 17-4 Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-10
  11. 11. Kotter’s Eight-Step Plan Kotter’s Eight-Step Plan  A detailed approach to implementing change that is built on Lewin’s three-step model  To implement change: 1. 2. 3. 4. 5. 6. 7. 8. Establish a sense of urgency Unfreezing Form a coalition (of people) Create a new vision Communicate the vision Movement Empower(authority) others by removing barriers Create and reward short-term “wins” Consolidate(The merger of two or more ), reassess, and adjust Refreezing Reinforce the changes SEE E X H I B I T 17-5 SEE E X H I B I T 17-5 Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-11
  12. 12. Action Research Action Research – A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicates  Process steps: 1. Diagnosis 2. Analysis 3. Feedback 4. Action 5. Evaluation  Action research benefits: – Problem-focused rather than solution-centered – Heavy employee involvement reduces resistance to change Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-12
  13. 13. Organizational Development Organizational Development  Organizational Development (OD) – A collection of planned interventions, built on humanisticdemocratic values, that seeks to improve organizational effectiveness and employee well-being  OD Values – – – – – Respect for people Trust and support Power equalization Confrontation Participation Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-13
  14. 14. Six OD Techniques Six OD Techniques 1. Sensitivity Training – Training groups (T-groups) seek to change behavior through unstructured group interaction – Provides increased awareness of others and self – Increases empathy with others, listening skills, openness, and tolerance for others 1. Survey Feedback Approach – The use of questionnaires to identify discrepancies among member perceptions; a discussion follows and remedies are suggested 1. Process Consultation (PC) – A consultant gives a client insights into what is going on around the client, within the client, and between the client and other people; identifies processes that need improvement. Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-14
  15. 15. Six OD Techniques (Continued) Six OD Techniques (Continued) 4. Team Building – High interaction among team members to increase trust and openness 5. Intergroup Development – OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other 5. Appreciative Inquiry – Instead of looking for problems to fix, appreciative inquiry seeks to identify the unique qualities and special strengths of an organization, which employees can then build on to improve performance. This process comprises of four steps: • Discovery: Recalling the strengths of the organization • Dreaming: Speculation on the future of the organization • Design: Finding a common vision • Destiny: Deciding how to fulfill the dream Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-15
  16. 16. Creating a Culture for Change: Innovation Creating a Culture for Change: Innovation 1. Stimulating a Culture of Innovation – Innovation: a new idea applied to initiating or improving a product, process, or service – Sources of Innovation: • • • • Structural variables: organic structures Long managerial tenure Slack resources High degree of interunit communication – Idea Champions: Individuals who actively promote the innovation Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-16
  17. 17. Creating a Culture for Change: Learning Creating a Culture for Change: Learning 2. Learning Organization – An organization that has developed the continuous capacity to adapt and change – Characteristics • • • • • Holds a shared vision Discards old ways of thinking Views organization as a system of relationships Communicates openly Works together to achieve shared vision SEE E X H I B I T 17-6 SEE E X H I B I T 17-6 Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-17
  18. 18. Creating a Learning Organization Creating a Learning Organization  Overcomes traditional organization problems such as: – Fragmentation – Competition – Reactiveness  Manage Learning by: – Establishing a strategy – Redesigning the organization’s structure • Flatten structure and increase cross-functional activities – Reshaping the organization’s culture • Reward risk-taking and intelligent mistakes Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-18
  19. 19. Work Stress Work Stress Stress – A dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important  Types of Stress – Challenge Stressors • Stress associated with workload, pressure to complete tasks, and time urgency – Hindrance Stressors • Stress that keeps you from reaching your goals, such as red tape • Cause greater harm than challenge stressors Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-19
  20. 20. Demands-Resources Model of Stress Demands-Resources Model of Stress  Demands – Responsibilities, pressures, obligations, and uncertainties in the workplace  Resources – Things within an individual’s control that can be used to resolve demands  Adequate resources help reduce the stressful nature of demands Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-20
  21. 21. A Model of Stress A Model of Stress E X H I B I T 17-7 E X H I B I T 17-7 Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-21
  22. 22. Potential Sources of Stress Potential Sources of Stress  Environmental Factors – Economic uncertainties due to changes in the business cycle – Change in business priorities due to changes in the political scenario – Threat to manpower requirement due to technological changes/innovation  Organizational Factors – Task demands related to the job – Role demands of functioning in an organization – Interpersonal demands created by other employees  Personal Factors – Family and personal relationships – Economic problems from exceeding earning capacity – Personality problems arising from basic disposition Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-22
  23. 23. Consequences of Stress Consequences of Stress  Stressors are additive: high levels of stress can lead to the following symptoms – Physiological • High blood pressure, headaches, stroke – Psychological • Dissatisfaction, tension, anxiety, irritability, boredom, and procrastination • Greatest when roles are unclear in the presence of conflicting demands – Behavioral • Changes in job behaviors, increased smoking or drinking, different eating habits, rapid speech, fidgeting, sleep disorders Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-23
  24. 24. Not All Stress Is Bad: The Proposed Inverted-U Not All Stress Is Bad: The Proposed Inverted-U Relationship Between Stress and Job Performance Relationship Between Stress and Job Performance Note: This model is not empirically supported  Not all stress is bad: some level of stress can increase productivity  Too little or too much stress will reduce performance E X H I B I T 17-8 E X H I B I T 17-8 Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-24
  25. 25. Managing Stress Managing Stress  Individual Approaches – – – – Implementing time management Increasing physical exercise Relaxation training Expanding social support network  Organizational Approaches – – – – – – – – Improved personnel selection and job placement Training Use of realistic goal setting Redesigning jobs Increased employee involvement Improved organizational communication Offering employee sabbaticals Establishment of corporate wellness programs Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-25
  26. 26. Global Implications Global Implications  Organizational Change – Cultures vary in terms of beliefs in their ability to implement change – A culture’s time orientation (long-term/short term) will affect implementation of change – Reliance on tradition can increase resistance to change – Power distance can affect how change is implemented in a culture – Idea champions act differently in different cultures  Stress – Job conditions that cause stress vary across cultures – Evidence suggests that stress is equally bad for employees of all cultures – Having friends and family can reduce stress Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-26
  27. 27. Summary and Managerial Implications Summary and Managerial Implications  Organizations and the individuals within them must undergo dynamic change  Managers are change agents and modifiers of organizational culture  Stress can be good or bad for employees  Despite possible improvements in job performance caused by stress, such improvements come at the cost of increased job dissatisfaction Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-27
  28. 28. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 17-28

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